Domtar > Resources > Q1 2014 > Page 7
Cover story > Develop internal expertise and leverage
SAFETY EXCELLENCE Where do we go from here? It is a known fact that with safety the only destination is continuous improvement. Our collective challenge – for both leaders and all employees – is to keep moving forward towards world-class performance and instilling a ‘‘Domtar culture of safety excellence’’ that will keep our people safe in the workplace. Creating such a culture requires strong leadership and highly engaged employees. It requires employees to go beyond compliance with rules. Compliant behavior is an important building block and the minimum we require from our employees. We have to continue to build a sense of shared purpose, where our employees’ “want-to” exceeds their “have-to”. Creating a Domtar culture of safety excellence also requires employees to take ownership and to think and act with intent in safety as they do in all other aspects of their work. It means having our employees’ hearts and minds engaged in making Domtar a world-class leader in safety. The 2103 safety results marked another step towards our goal of reducing incidents and injuries that affect the lives, productivity and well-being of our employees. With our workforce participating, we continued on our journey to excellence.
> Quickly integrate best practices for high-
industry-leading practical skills to reduce our exposure to hand and finger injuries • Initiate HandSMART training at several facilities and develop a cadre of “Train-the Trainers” across all business units.
> Improve sharing of key safety learnings across the organization • Ensure all best/good practices are summarized and entered into a new system-wide database.
risk work, processes, identified deficiencies – across divisions – corporate safety expectations • Mobile equipment / employee interaction, hot work, incident investigation, contractor management, site security best practices, among others.
> Domtar audit protocol improvements and
> Re-establish and improve routine reporting of severity. Make this aspect important. • Develop and begin reporting on systemwide incident severity. Note changes in severity on an ongoing basis. • Improve statistical analysis of safety metrics and raw incident data.
integration, specifically in the Personal Care division • Understanding expectations and training • Hold auditor /incident investigation training session • Ensure division focus items accounted for in audit • Continuous improvement in protocol elements – culture assessment
PURSUIT OF SAFETY > Make near miss reporting a higher priority in 2014 • System-wide training and inclusion of near misses and corrective actions resulting from near misses as key metrics in the Leading Safety Indicators. • Remove barriers to reporting and ensure corrective actions are meaningful. • Capitalize on our Joint Health & Safety Committees to further this cause.
Our business and safety goals are one – performance excellence. In both pursuits, we are seeking to create a culture where people want to excel and are excited to add value. That is the essence of a culture of safety excellence, a state of mind in which employees give safety their full attention, day in and day out. Our objective is to root that culture in 2014. Stay safe! Stay engaged! Be safety leaders in 2014! <
MOVING FORWARD Many activities are on the slate for advancing our objectives in 2014. Among them are an E-learning training series called Domtar Culture of Safety Excellence to be rolled out starting in the second quarter, initiatives to reduce hand and finger injuries, improvements to safety reporting and many more. Specific activities include the following:
12 month avg - .95 0.71
PERSONAL CARE 5.22